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Authentic Leadership, Employee Work Engagement, Trust in the Leader, and Workplace Well-Being: A Moderated Mediation Model

PURPOSE: This study proposes a model based on social contagion theory to evaluate the impacts of authentic leadership on employee work engagement (WE) and trust in the leader (TL), integrating the mediating effect of TL and the moderating effect of workplace well-being (WW). Authentic leadership is...

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Autor principal: Baquero, Asier
Formato: Online Artículo Texto
Lenguaje:English
Publicado: Dove 2023
Materias:
Acceso en línea:https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10143705/
https://www.ncbi.nlm.nih.gov/pubmed/37124078
http://dx.doi.org/10.2147/PRBM.S407672
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author Baquero, Asier
author_facet Baquero, Asier
author_sort Baquero, Asier
collection PubMed
description PURPOSE: This study proposes a model based on social contagion theory to evaluate the impacts of authentic leadership on employee work engagement (WE) and trust in the leader (TL), integrating the mediating effect of TL and the moderating effect of workplace well-being (WW). Authentic leadership is disaggregated into its subscales: relational transparency (RT), internalized moral perspective (IMP), balanced processing (BP), and self-awareness (SA). METHODS: Dubai hotel employees completed 476 surveys. Applying the bootstrapping technique, SmartPLS 4 software was utilized to test the hypotheses in a mediation model. RESULTS: The findings indicate (1) that three subscales of authentic leadership (RT, IMP, and BP) positively impact WE; (2) that RT, IMP, and SA positively impact TL; (3) that TL positively impacts WE; (4) that TL mediates the relationship between RT, IMP, SA, and WE; (5) and that WW moderates the relationship between RT, BP, and WE. CONCLUSION: Authentic leadership and its subscales are proven to be an excellent tool for achieving employee WE and TL. TL is crucial for effective hotel operation, as it impacts employee WE and acts as a mediator between three subscales of authentic leadership and WE. WW moderates the relationship between two authentic leadership subscales and WE but does not interact in the relationship between TL and WE. Both researchers and hotel managers can benefit from these new findings, which also provide a foundation on which to build future investigations.
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spelling pubmed-101437052023-04-29 Authentic Leadership, Employee Work Engagement, Trust in the Leader, and Workplace Well-Being: A Moderated Mediation Model Baquero, Asier Psychol Res Behav Manag Original Research PURPOSE: This study proposes a model based on social contagion theory to evaluate the impacts of authentic leadership on employee work engagement (WE) and trust in the leader (TL), integrating the mediating effect of TL and the moderating effect of workplace well-being (WW). Authentic leadership is disaggregated into its subscales: relational transparency (RT), internalized moral perspective (IMP), balanced processing (BP), and self-awareness (SA). METHODS: Dubai hotel employees completed 476 surveys. Applying the bootstrapping technique, SmartPLS 4 software was utilized to test the hypotheses in a mediation model. RESULTS: The findings indicate (1) that three subscales of authentic leadership (RT, IMP, and BP) positively impact WE; (2) that RT, IMP, and SA positively impact TL; (3) that TL positively impacts WE; (4) that TL mediates the relationship between RT, IMP, SA, and WE; (5) and that WW moderates the relationship between RT, BP, and WE. CONCLUSION: Authentic leadership and its subscales are proven to be an excellent tool for achieving employee WE and TL. TL is crucial for effective hotel operation, as it impacts employee WE and acts as a mediator between three subscales of authentic leadership and WE. WW moderates the relationship between two authentic leadership subscales and WE but does not interact in the relationship between TL and WE. Both researchers and hotel managers can benefit from these new findings, which also provide a foundation on which to build future investigations. Dove 2023-04-24 /pmc/articles/PMC10143705/ /pubmed/37124078 http://dx.doi.org/10.2147/PRBM.S407672 Text en © 2023 Baquero. https://creativecommons.org/licenses/by-nc/3.0/This work is published and licensed by Dove Medical Press Limited. The full terms of this license are available at https://www.dovepress.com/terms.php and incorporate the Creative Commons Attribution – Non Commercial (unported, v3.0) License (http://creativecommons.org/licenses/by-nc/3.0/ (https://creativecommons.org/licenses/by-nc/3.0/) ). By accessing the work you hereby accept the Terms. Non-commercial uses of the work are permitted without any further permission from Dove Medical Press Limited, provided the work is properly attributed. For permission for commercial use of this work, please see paragraphs 4.2 and 5 of our Terms (https://www.dovepress.com/terms.php).
spellingShingle Original Research
Baquero, Asier
Authentic Leadership, Employee Work Engagement, Trust in the Leader, and Workplace Well-Being: A Moderated Mediation Model
title Authentic Leadership, Employee Work Engagement, Trust in the Leader, and Workplace Well-Being: A Moderated Mediation Model
title_full Authentic Leadership, Employee Work Engagement, Trust in the Leader, and Workplace Well-Being: A Moderated Mediation Model
title_fullStr Authentic Leadership, Employee Work Engagement, Trust in the Leader, and Workplace Well-Being: A Moderated Mediation Model
title_full_unstemmed Authentic Leadership, Employee Work Engagement, Trust in the Leader, and Workplace Well-Being: A Moderated Mediation Model
title_short Authentic Leadership, Employee Work Engagement, Trust in the Leader, and Workplace Well-Being: A Moderated Mediation Model
title_sort authentic leadership, employee work engagement, trust in the leader, and workplace well-being: a moderated mediation model
topic Original Research
url https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10143705/
https://www.ncbi.nlm.nih.gov/pubmed/37124078
http://dx.doi.org/10.2147/PRBM.S407672
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